At a Glance
- A leading Indian CMDO specialising in the large-scale production of active ingredients in the chemical industry engaged Renoir to help overhaul its systems and processes.
- Renoir’s initiatives focused on implementing Good Documentation Practices, revising SOPs and setting up daily and weekly management control meetings.
- The project successfully improved employee training in line with ISO standards and increased active employee participation in daily operational activities through platforms such as DMT, DRM and WRM.
Background
Our client is one of India’s leading contract development and manufacturing organisations (CDMOs). They specialise in the large-scale production of active ingredients for agrochemicals, electronic chemicals, specialty chemicals, and intermediates.
Their products are used in a variety of sectors, including agriculture, dyes, pharmaceuticals and pigments. They have become one of the most trusted names in the chemical industry, employing hundreds of people and exporting to over 35 countries.
Analysis
The company aspired to become a values-driven organisation, focused on empowering its employees and making knowledge-based decisions to continuously improve business performance and achieve higher levels of success and excellence.
Renoir Consulting was brought in to help the company’s employees overhaul its systems and processes. The company required Subject Matter Experts (SMEs) with deep expertise in change management and implementation to facilitate everything from the implementation of Good Documentation Practices (GDP) to daily meetings at shop floor, functional and site levels.
Project Approach
The project focused on strengthening documentation systems by ensuring employee adherence to Batch Manufacturing Report (BMR) protocols and providing effective training on Standard Operating Procedures (SOPs). It also aimed to empower employees to raise production issues during floor meetings.
An action log was created to track concerns, and support functions set Target Date Completion (TCD) deadlines to meet daily objectives. To improve the analysis of batch cycle times, delays and resource consumption, such as power and steam, a dashboard was developed to facilitate efficient data management. The plan involved implementing Management Control Systems (MCS) through multi-level meetings to monitor action logs, escalate issues and ensure resolution. A cross-functional Management Action Team (MAT), led by the general manager, was formed to encourage participation and provide oversight across all key process owners.
During the Renoir Focus Process® definition phase, the team identified several critical factors impacting daily production performance:
- SOPs Revision
- Batch cycle time improvement through studies
- Delay/losses data management methodologies
- Analysis approach of delays affecting production rate.
- Communication to all levels of employees of daily performance against KPIs (PQDCSM – Productivity, Quality, Delivery, Cost, Safety & Morale)
- Escalation mechanism to review, progress and close action logs generated for continuous improvement of KPIs.
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Implementation
The following system elements were implemented across five plants in order to achieve the project’s objectives and improve business performance.
SOPs Revision: The following steps were taken for the identified products to revise and compile effective standard operating procedures (SOPs) for operator training that align with the requirements. The current processes for the selected products were mapped and analysed to identify gaps, which informed actionable improvement points to drive continuous enhancement. Draft reviews of these documents resulted in the approval and updating of SOPs relating to multiple operational requirements.
Management Control System (MCS): The team established a four-step formal review structure to manage performance through the Plant Floor Level Daily Management Team (DMT) Meeting, as well as the Unit Level Daily Review (DRM) and Weekly Review (WRM) Meetings. The MCS facilitated these meetings at the required frequencies, reviewed KPIs, generated action logs, escalated issues and collaborated with CFTs to ensure the timely closure of outstanding action items.
Daily Dashboard: A graphical dashboard was developed to provide daily, weekly and monthly updates on key metrics for all plants. It included safety KPIs, production figures, loss and delay Pareto analyses, effluent treatment volumes managed by the Effluent Treatment Plant (ETP), utility consumption and manpower utilisation for manufacturing operations. Department managers were trained to use the dashboard to generate actionable plans that address delays impacting KPIs. These action plans culminated in root cause analysis (RCA) and corrective and preventive actions (CAPA) to eliminate recurring issues impacting plant KPIs.
System Health Check: Task Force members underwent training on the entire process, learning how to verify daily compliance levels with all implemented systems. They assessed the ability of the plant teams to generate action logs and documented their findings to provide ongoing feedback. The Task Force was also trained to monitor the closure status of action logs arising from the implemented systems.
Training and Coaching: In order to support ongoing system improvements, a number of plant members received training on the methodology for revising Standard Operating Procedures (SOPs). The training covered the DMT framework, including its purpose, how to interpret data, how to create and update action logs, and how to close final action logs. This training has ensured that there is a skilled talent pipeline available to manage various system components as required by the organisation, thereby driving continuous improvement in KPIs.
Results
Revised SOPs have improved employee training, aligning it with the latest ISO standards. Improvements in documentation have significantly increased adherence to processes and procedures.
Employee participation in daily system and operational tasks, both active and voluntary, has improved through platforms such as DMT, DRM and WRM. This has enabled teams to generate and promptly close action logs daily.
The project has been a major success for the company, clearly demonstrating system improvements. Furthermore, the company now possesses the necessary tools and expertise to sustain its operational excellence initiatives independently.
*We have intentionally omitted client-specific details to uphold strict confidentiality.
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